We already have ChatGPT or Copilot licences. Is that an AI strategy?

Many companies started there: licences for one department, then for everyone, sometimes under pressure from teams who were already using the tools privately. It is a useful decision, which gives access to the tool and brings some order to uses that existed anyway.

But a licence does not say what the tool is for. Everyone uses it in their own way, for their own tasks, and the company knows neither what it gains nor what it risks. The gains remain individual and scattered. The processes, meanwhile, do not change.

• Use is concentrated on writing and searching.Drafting an email, summarising a document: useful, but rarely at the heart of what creates the company’s value.
• Nobody measures what the licences bring in.The cost is known every month; the benefit remains an impression.
• The gaps between teams are widening.A few people get a lot out of it, most use it little, and the know-how does not spread.

1. 01Ask each department what it really uses its licences for, and note what comes up again and again.
2. 02Identify an important flow in the company where AI could change the way people work, not just the speed.
3. 03Write down the rules of use: which data can be given to the tool, and which never.

We help leadership teams move from equipment to a direction, starting from what the company has to achieve.

• Where do you start when you do not know where to start?→
• How do we choose our first use cases?→
• Should everyone be trained before launching anything?→
• Is our data safe with generative AI?→